RESOLVE NOLA Community Impact Grant is a program from United Way of Southeast Louisiana designed to address the critical shortage of mental health resources and addiction services for youth and families in New Orleans. The grant supports trauma-informed, community-based services that mitigate the impacts of community violence and collective trauma on youth of color living in high-poverty neighborhoods.

Funded organizations are expected to help build a coordinated system of care tailored to the unique needs of New Orleans youth. Eligible applicants are nonprofit organizations serving youth and families in New Orleans. Grants of up to $15,000 are available, with successful applicants receiving funds no later than June 30, 2026.

2026 RESOLVE NOLA Community Impact Grants 2026 RESOLVE NOLA Community Impact Grants Understanding evident gaps in accessible mental health care and the need for the coordination of services for young individuals navigating the profound impact of community violence and collective trauma in New Orleans, United Way of Southeast Louisiana (UWSELA), in collaboration with partners, is pleased to announce the launch of the RESOLVE NOLA Community Impact Grant.

This initiative is designed to address the critical shortage of comprehensive mental health resources and addiction services tailored to the unique needs of youth and their families in New Orleans.

Under the guidance of UWSELA and RESOLVE Advisory Board Members, this grant program aims to allocate funds strategically, fostering expanded and fair access to trauma-informed community violence support for youth of color in New Orleans communities plagued by chronic poverty.

The overarching goal is to establish a seamlessly coordinated system of trauma-informed, community-based services specifically tailored to mitigate the profound impacts of collective trauma and community violence on youth of color in communities facing chronic poverty. Applicants can request grants for up to $15,000, and successful applicants can expect to receive funds no later than June 30, 2026.

This grant initiative is a vital step toward building resilience and fostering positive change within the youth communities of New Orleans. Proposals must be submitted by organizations with a 501(c)(3) tax-exempt status.

If your organization does not currently have nonprofit status, you may still apply for a RESOLVE NOLA Community Impact Grant by having a 501(c)(3) organization agree to act as your sponsor and fiscal agent for the project’s duration. Collaboratives are welcome to apply; however, a 501(c)(3) organization of the collaborative must serve as the fiscal agent and submit the application on behalf of the collaborative.

All participating organizations or sponsoring organizations must operate within Orleans Parish. Successful applicants must spend award dollars by September 1, 2026. The project must focus on activities that address behavioral health disparities and social determinants of health in the areas below: Substance Abuse and Addiction Physical and Emotional Trauma Grant submissions must be submitted electronically by 4:00 p.

m. on April 30, 2026. Applications submitted after 4 p.

m. will not be accepted. Late and incomplete applications will not be accepted.

RESOLVE NOLA Community Impact Grant Application opens Applications Due by 4 p. m. CT May 11, 2026 – May 22, 2026 Community volunteers review and rate applicants Grant awards wired to funded applicants Please direct general questions about the framework or the application process to EboneeA@UnitedWaySELA.

org All applicants are required to: Fill out application and upload the required documents You will be required to fill out a program budget using this template . If you have a fiscal agent, you will be required to upload our Fiscal Agent form . Please enable JavaScript in your browser to complete this form.

Applicant Organization/Collaborative’s Name * Executive Director/Name & Title * Total # of Individuals in Organization * # of Executive Leadership --- Select state --- Alabama Alaska Arizona Arkansas California Colorado Connecticut Delaware District of Columbia Florida Georgia Hawaii Idaho Illinois Indiana Iowa Kansas Kentucky Louisiana Maine Maryland Massachusetts Michigan Minnesota Mississippi Missouri Montana Nebraska Nevada New Hampshire New Jersey New Mexico New York North Carolina North Dakota Ohio Oklahoma Oregon Pennsylvania Rhode Island South Carolina South Dakota Tennessee Texas Utah Vermont Virginia Washington West Virginia Wisconsin Wyoming State PROGRAM/SERVICE INFORMATION Physical Address where Program/Service will be held * Address Line 1 --- Select state --- Alabama Alaska Arizona Arkansas California Colorado Connecticut Delaware District of Columbia Florida Georgia Hawaii Idaho Illinois Indiana Iowa Kansas Kentucky Louisiana Maine Maryland Massachusetts Michigan Minnesota Mississippi Missouri Montana Nebraska Nevada New Hampshire New Jersey New Mexico New York North Carolina North Dakota Ohio Oklahoma Oregon Pennsylvania Rhode Island South Carolina South Dakota Tennessee Texas Utah Vermont Virginia Washington West Virginia Wisconsin Wyoming State Type of Facility * e.g., community center, school Projected # of youth to be served * ALICE* Neighborhood(s) to be served by program * ALICE Neighborhoods Dates of Proposed Program * Organization/Collaborative Background: Include history, mission, population served, neighborhoods, annual clients, and years operating.

* Include: - Primary population(s) served - Primary neighborhood(s) served - Number of unduplicated clients served annually - Length of time your organization has operated in the identified community(ies) Project Purpose: Describe the proposed program or service (existing or new).

* Include: - Program goals stated as measurable objectives - Specific activities/services and frequency (e.g., weekly groups, monthly trainings) provided to reach the goals - Physical location(s) where services will be delivered - Staffing Roles and staff-to-participant ratios - Any cost to youth or families How will these grant dollars be used to sustain, expand, or improve mental health conditions, including substance use, excessive alcohol use, and/or physical or emotional trauma?

* Your response must: - Identify the specific community need being addressed - Explain how funds will be used during the grant period - Identify the population and neighborhood(s) impacted Describe how your project will address barriers to accessing mental health care (e.g., affordability, provider availability, transportation, language access, cultural relevance).

* Include: - Which barriers are most prevalent in the community served - How community voice or resident input informed program design - How the program creates a welcoming and uplifting environment Project Sustainability: Describe how the project will be sustained after the grant period.

* Include: - At least one identified funding or integration strategy - Whether the program will continue in the same neighborhood(s) Outcomes & Evaluation: Identify the outcomes you expect to achieve during the grant period and how they will be measured.

* Include: - 2–4 measurable outcomes - Data collection method(s) - Frequency of data collection (Outcomes are positive, measurable changes in an individual, be it in knowledge, attitude, behavior, or status, that is due to your program intervention.) Barriers & Capacity Needs: Identify any organizational, operational, or community-level barriers that may affect project success.

* Include: - Steps your organization is taking to mitigate these barriers - Any technical assistance or capacity-building support that would strengthen implementation Priority Neighborhood Focus: Does your program primarily serve residents of the Lower Ninth Ward, Holy Cross, or New Orleans East? * If Yes, Describe length of service in the neighborhood, percentage of participants who reside there, and key community partnerships.

* (200-word maximum) ORGANIZATIONAL OPERATING BUDGET (REQUIRED) Applicants must provide documentation (e.g., Form 990, audit, or board-approved budget).

Application should include Budget Documentation, 501c3 certificate, W9, and Completed Direct Deposit Form *A proposed budget is required using this template Proposed Program Budget *A Fiscal Agent/Fiscal Conduit Agency Relationship Certification is required using this template Fiscal Agent/Fiscal Conduit Agency Relationship Certification Form Indicate your organization’s total operating budget for the most recently completed fiscal year: * Budget Documentation * Drag & Drop Files, Choose Files to Upload 501(c)(3) Certificate * Drag & Drop Files, Choose Files to Upload W9 * Drag & Drop Files, Choose Files to Upload Direct Deposit Form * Drag & Drop Files, Choose Files to Upload Proposed Program Budget * Drag & Drop Files, Choose Files to Upload You must download the Proposed Program Budget form and upload the completed document.

Fiscal Agent/Fiscal Conduit Agency Relationship Certification Form * Drag & Drop Files, Choose Files to Upload You must download the Fiscal Agent/Fiscal Conduit Agency Relationship Certification Form and upload the completed document. Fiscal Agent/Fiscal Conduit Agency Relationship Certification Form RESOLVE Grant Proposal Scoring Rubric This application is complete and accurate to the best of my knowledge.

I understand that UWSELA will not consider my application until the application attachments have been received. Signature * Clear Signature Campaign Email: letsgo@helenamorenola. com @HelenamorenoHQ | @helenamorenola Commitment: If elected, would you dedicate additional funding in the City budget for early care and education?

If so, how would you prioritize it in the budget? Both in the state legislature and city council, I’ve been a strong supporter of bringing early childhood education to New Orleans. In 2018, we allocated the first $1.

5M in city funds for additional seats. As Council President, we doubled that to $3M. I was the lead author to put the pre-k millage on the ballot, providing millions more.

I will continue this work as mayor. As for additional funding for pre-k, is there anything more important? We have demonstrated to the public that local government can make progress on this issue with increased resources.

There are competing priorities, especially when it comes to drainage, but our kids desperately need pre-k, and so do our parents, who are under pressure to be both caregiver and financial provider. Commitment: If elected, will you use your power and platform to advocate at the state and federal levels for sustained early childhood funding? If yes, please describe the specific actions you will take to do this.

Every leader at the local, state, and federal levels should be working together to provide high-quality early childhood education to our young people. I will always shout from the rooftops about the enormous benefits of Head Start and pre-k, along with Medicaid, SNAP, public housing, and kids’ programming on PBS.

As mayor, I will lead a broad intergovernmental relations effort with constant coordination between city leadership, the legislative delegation, and advocates. I don’t think anyone is listening, for now, but that can change. More broadly, this is why the mayoral election is so important.

New Orleans needs to stand on its own two feet. No one is coming to rescue us, so we must be strong in the face of unprecedented economic, environmental, and political headwinds. Commitment: If elected, will you commit to ensuring our early care and education providers can keep their doors open, grow their business, pay a living wage to their teachers, and help ensure families and educators can continue to afford to live in the city?

If yes, please describe the specific actions you will take to do this. Child care providers will have a strong supporter in the mayor’s office when I am elected. Our city hall will serve as a hub, connecting needs and resources, with a focus on streamlining red tape for critical service providers, such as those offering child care.

It is not enough to have more early childhood seats; we need quality. Even at current levels of local and state funding, pre-K early education programs exist in an environment where low wages are the norm and facilities are often in disrepair. The current climate at the state and federal levels may preclude additional funds.

Yet, at the local level, as I mentioned earlier, is there anything more important than pre-k? We have demonstrated to the public that local government can make progress on this issue with increased resources.

Commitment: If elected, would you commit to ensuring essential local workers – including those in city government – can access childcare through local providers, and that private sector employers do their part in ensuring their employees can access the childcare they need to work, be productive, and grow our economy? If yes, please elaborate on how you would fulfill this commitment.

I will always advocate amongst employers and at the state level for a real-living wage that can provide for a family. In workplaces across New Orleans and at city hall, I see parents working double time, struggling to keep up due to a lack of child care. Part of the answer is more public school seats for children aged 6 months to 4 years old.

For older kids, I want NORD to do more. A lot more. I have been a leader in expanding NORD’s budget to record highs.

Now the goal is to maximize services during non-school hours. Summer enrichment is especially crucial to prevent any backslide. In short, I want to usher in a NORD Renaissance, especially after school.

This would go a long way, especially for working parents who need a few more critical hours of support before they can leave work. Commitment: If elected, will you commit to maintaining this office and protecting these investments? How will you ensure these efforts are sustained beyond your term and are prioritized in future budgets?

Yes. I helped lead the effort for early childhood education with Agenda for Children, and I will commit to maintaining and protecting these early childhood investments. They were hard won, and we cannot lose them.

If anything, we need an expansion, which will be the key subject of future budgets, which must balance ALL the city’s needs. The bottom line: we must support families, or else they will simply leave, and New Orleans will not have a future.

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